NGO Soul + Strategy

What happens when your nonprofit receives a transformational gift—seemingly out of the blue? In this episode, change management expert Michael Randel joins Tosca Bruno-van Vijfeijken to explore what nonprofits can learn from the MacKenzie Scott giving wave. Together, they discuss how to prepare for sudden funding growth, what risks to avoid, and how to communicate wisely during a time of high visibility and high stakes.Guest BioFounder and Principal of Randel Consulting AssociatesLong-standing consultant in nonprofit change management and scalingResearcher on philanthropic giving and leadership dynamicsRegular advisor to mission-driven organizations facing major transitionsWe Discuss:Michael’s research into nonprofits that received large-scale gifts from MacKenzie ScottWhy divisiveness after a big gift was less common than expectedHow to manage sudden scaling and increase organizational readinessThe value of a “quiet phase” in your communication strategyHow to plan for the eventual “financial cliff” once funding is spentWhy this moment calls for both bold leadership and intentional restraintQuotes:“One day, 10 million dollar suddenly landed in our bank account.”“Should we be careful what we wished for?”Resources:Michael Randel's LinkedIn pageRandel Consulting Associates LinkedIn pageRandel Consulting AssociatesGet insider tips to overcome the 5 most common problems facing leaders during change - download hereMackenzie Scott has donated part of her fortune to over 2,000 organizations doing amazing work. What are they doing with all this newfound money? - download here

Show NotesSummaryLand rights are at the heart of building a sustainable and equitable future. Yet securing these rights—especially for marginalized communities—remains a profound global challenge.In this episode of NGO Soul + Strategy, I sit down with Amy Coughenour Betancourt, President and CEO of Cadasta, a global social innovation organization dedicated to advancing affordable, accessible land rights documentation.Drawing on her leadership at the intersection of technology, social innovation, and global nonprofit management, Amy and I explore the unique opportunities and challenges Cadasta faces as a technology-forward organization working closely with Indigenous Peoples, local communities, and governments.We also address a timely leadership question: how nonprofits can respond to increasingly challenging funding landscapes while staying aligned with mission and values.Guest's BioPresident and CEO of Cadasta, a leading social innovation organizationGlobal Advisor, How Women LeadAdvisory Board Member, Geospatial WorldBoard Member, InterActionFormer COO, National Cooperative Business Association (NCBA CLUSA), InternationalFormer Deputy Executive Director, Pan American Development FoundationWe DiscussWhat the integration of technology unlocks for advancing land rights—and the risks and limitations it bringsHow Cadasta approaches its role as an ally-organization to Indigenous Peoples and locally-led land tenure groupsThe leadership challenge of navigating downward trends in nonprofit funding across Europe and the USHow leaders can respond strategically to funding shifts while identifying new opportunities for mission-driven impactWhat it means to balance innovation with the grounded realities of community-driven changeLessons from Cadasta's hybrid model as both a technology provider and a global NGOQuotes“We need to be technology-forward but always community-centered.”"Responding to a changing funding landscape requires not just resilience—but also creativity and adaptability.”ResourcesCadasta.orgCadasta LinkedIn PageCadasta on BlueSkyCadasta Facebook PageAmy Coughenour Betancourt Linked In Page

SummaryThe International Tunnelling Association (ITA) plays a critical role in global infrastructure, ensuring clean water, sewage systems, and transport for millions while contributing to the UN Sustainable Development Goals (SDGs). But behind the technical achievements lies a deeper challenge—modernizing an industry traditionally dominated by European, American, and Australian professionals.In this episode of NGO Soul + Strategy, I sit down with Arnold Dix, President of ITA, to discuss his iconoclastic leadership approach in making tunneling a more diverse and inclusive profession. Arnold has actively pushed for greater representation of women, people of color, and young engineers, challenging traditional power structures and advocating for regional voices.As a leader in a global membership-based professional association, Arnold cannot mandate change—he must influence, persuade, and lead by example. What does it take to challenge entrenched norms, navigate resistance, and truly drive transformation? Listen in to find out.Arnold's BioPresident of the International Tunnelling Association (ITA), leading efforts to modernize and diversify the professionLawyer, engineer, and scientist, bringing a multidisciplinary perspective to underground infrastructure developmentChampion for diversity in engineering, working to increase representation of women, young engineers, and professionals from non-Western regionsGlobal infrastructure expert, contributing to sustainable underground solutions worldwideWe DiscussReforming a global professional association: How Arnold has worked to decentralize power and amplify regional voicesBreaking industry norms: Making tunneling less exclusive and more diverse, bringing in women, younger professionals, and engineers of colorLeading without authority: The challenge of influencing rather than mandating change in a global membership-based associationManaging resistance: How traditional power centers within the industry have responded to his leadership and reformsLessons in delegation: What Arnold would do differently if he could start againThe bigger picture: How underground infrastructure development supports global dignity and the UN SDGsQuotes“I am a change man.”ResourcesITA-AITESArnold's BookConnect with Arnold Dix on LinkedInFollow Arnold on Facbook 'International man of mystery’ who saved men from Indian tunnel collapse | Australian Story

SummaryWhat does it take to lead an organization through a responsible and strategic closure? In this episode, I speak with Amy Miller-Taylor, former Executive Director of Global Integrity, about her experience navigating the complex decision to wind down an organization while ensuring its legacy, people, and resources were safeguarded. We explore the financial and strategic challenges that led to this decision, the leadership lessons Amy learned, and how organizations can approach closure as an intentional and thoughtful process rather than a last resort.Amy's BioFormer Executive Director of Global Integrity, an organization focused on open governance and anti-corruption.Deputy Chief of Party, Powered by the People, PartnersGlobalAdvocate for responsible leadership transitions and sustainable organizational change.Experienced in global development, governance, and nonprofit management.We Discuss:Facing financial realities early on: How Amy quickly recognized the urgent need for a new business model upon stepping into leadership.The role of transparency in leadership: Why erring on the side of over-communication helped maintain trust and morale among staff.Navigating financial and grant structures: The complexities of nonprofit funding and how the fine print of grants can influence an organization’s survival.Seeking external counsel: How a small group of peer advisors helped Amy evaluate alternative business models and ensure the decision to close was strategic, not reactive.Ensuring an ethical and responsible wind-down: The steps Global Integrity took to transition programs, preserve resources, and document key learnings for the sector.Supporting staff during closure: The importance of providing job placement support and ensuring employees had access to career transition resources.The administrative side of closure: Legal, financial, and operational considerations when dissolving a nonprofit.Shifting power in practice: How Global Integrity’s approach of handing over program leadership to local partners in prior years eased the transition.The emotional weight of closing an organization: Amy’s reflections on the psychological toll and how she found meaning in the process.Why ending well allows for new beginnings: The importance of reframing closure as part of an organization’s legacy rather than a failure.Quotes:“Closing well was more important than a last-ditch effort to make it work.”“Our efforts toward a responsible wind-down, shifting power, and advancing Global Integrity’s mission could have been more impactful if we had embraced the idea of a strategic ending earlier.”Resources:Read Amy’s reflections on some aspects of Global Integrity’s ending

Western coaching models weren’t built for African leaders. So Nankhonde Kasonde, a Zambian international development as well as a leadership development specialist and certified coach, created something that was.Nankhonde's Bio:Nankhonde Kasonde is a Zambian international development specialist, certified leadership coach, and the founder of Zanga, an African leadership assessment and HR analytics company.As a leadership coach, Nankhonde recognized that African leaders need a coaching framework rooted in African national, regional, and continental values—rather than Western models that do not align with the cultural realities of high-context societies like Zambia.In high-context cultures, such as those in parts of Africa, China, and Japan, communication is often layered and indirect, relying on shared understanding, relationships, and cultural norms. This contrasts with low-context cultures, where communication tends to be more explicit and direct, as seen in Germany, the Netherlands, and the United States (for example). Recognizing this fundamental difference, Nankhonde developed a coaching framework tailored to African leadership, built on five key cultural dimensions: belief, pride, community, loyalty, and respect.Through Zanga, she provides African-grounded leadership coaching, self- and 360-degree assessments, and HR analytics that support talent management and organizational development. Her work aims to reshape leadership development in Africa by integrating culturally relevant coaching methodologies that truly resonate with African leaders.We Discuss:How did Nankhonde come to conclude that the Western approaches to coaching were not sufficiently helpful for African clients or tailored to their needs? In what ways were these coaching approaches not culturally appropriate?How did Nankhonde set out to develop your new coaching framework?What are the components of Nankhonde’s coaching framework for African clients and how it is different from Western or  North-founded frameworks?Where does this coaching model diverge from Western ones?Resources:Zanga’s LinkedIn pageNankhonde’s LinkedIn pageZanga’s websiteClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

Summary:What are the attributes of the modern humanitarian and development leader? Why modern? In what ways? How does one become one?Torrey’s Bio:As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.”  She has taught and coached over 400  supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com. We Discuss:What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian workThe importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Resources:Torrey's podcast: The Modern Humanitarian and Development LeaderTorrey's website: Aid for Aid WorkersTorrey's Linkedin pageTorrey's course on Humentum's learning platformClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

Summary:This is part one of a two-part conversation between two podcast hosts: Torrey Peace and myself. Torrey’s podcast is The Modern Humanitarian and Development Leader. Torrey and I tackle two broad topics: in this first part of our conversation, Torrey interviews me:How do people in development agencies experience organizational change? What is the psychology of organizational change that a development leader needs to be aware of? How can experiencing organizational change affect staff motivation? How, as leaders, do we tackle any reactance as well as resistance to change?Torrey’s Bio:As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.”  She has taught and coached over 400  supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com. We Discuss:What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian work.The importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Empowering teams by building trust and facilitating self-learning.Resources:WebsitePodcastAid for Aid WorkersClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

SummaryWhat does the concept of Ubuntu teach us about leadership, community, and the well-being of people in organizations?How can African leadership models inform and enhance global approaches to management and organizational development?How do we navigate the challenges of avoiding romanticizing Ubuntu while honoring its depth and practical value?In this NGO Soul + Strategy podcast episode, Martin Kalugu-Banda, a thought leader on organizational development and leadership coach (among many other things!), about redefining leadership through African paradigms and systems thinking.Martin's BioMartin Kalungu-Banda is an expert in Leadership and Organizational Development, with senior-level experience in business, government, and civil society.He is co-faculty of the Leadership Academy at the Presencing Institute and the MIT Global Alliance for Banking on Values.Martin served as Special Consultant to the President of Zambia (2005-2008), helping to re-establish the position of Chief of Staff.As an adviser to the Tony Blair Institute for Global Change, he has supported leaders across Africa, including governance reforms in Rwanda, healthcare transformation in Namibia, and Tanzania’s National Skills Development Strategy.He has co-designed and facilitated flagship leadership programs for Rand Merchant Bank and HSBC, as well as teaching at Cambridge, Oxford, and London Business School.Martin is the author of Leading Like Madiba: Leadership Lessons from Nelson Mandela and other influential books on leadership and transformation.We DiscussMartin shares how leadership as it is taught at the Presencing Institute involves “presencing”—combining being present in the moment with sensing future opportunities and needs.Ubuntu, often defined as “I am because you are,” needs to expanded as a concept to include interdependence across generations, global connections, and non-human beings like animals and nature.How Ubuntu aligns with systems thinking by emphasizing the interconnectedness of individuals, communities, and the environment.The challenges of avoiding romanticizing Ubuntu while appreciating its practical applications in leadership and organizational well-being.Coaching leaders to embrace open-mindedness, emotional intelligence, and an openness of heart and will in decision-making.How African leadership models provide valuable insights into collective well-being and interconnectedness that global North frameworks often overlook.Martin’s reflections on the limits of knowledge as we age and the importance of humility in leadership.ResourcesMartin’s profile at the Presencing Institute Ubuntu Lab Institute (similar institutes exist for other regions within the Presencing Institute)Martin’s books:Leading Like Madiba: Leadership Lessons from Nelson Mandela

SummaryHow does an African management consulting company that expressly sets itself up to offer African solutions to African problems communicate its identity? What are some key differences in organizational development needs and cultural norms between development agencies in the Global South and Global North?How can concepts like Ubuntu and Ujama inform leadership models in ways that resonate across African contexts?In this NGO Soul + Strategy podcast episode, I interview Faye Ekong, Managing Director and co-founder of RavelWorks Africa, about designing management consulting solutions rooted in African paradigms and practices.Faye's BioManaging Director and co-founder of RavelWorks Africa for over 6 yearsHeld multiple leadership roles at the NGO Action Against HungerFormer trainer and consultant at MDF Management ConsultingWe Discuss:Faye shares how RavelWorks was founded to counter the prevalence of Western management solutions in African contexts, focusing instead on locally-developed approaches.While RavelWorks initially aimed to serve primarily African organizations, their clients now span Europe, the US, and other regions.Core clients include humanitarian donor agencies, NGOs, private sector companies, and some government agencies.Services offered by RavelWorks include HR, organizational design, system and process improvements, and learning and development, with a future-of-work lens.The African paradigm of communalism, exemplified by concepts like Ubuntu (“I am because you are”), prioritizes relationships and the well-being of staff and stakeholders. This contrasts with the Anglo-Saxon focus on task and goal orientation.The management and leadership literature has expanded beyond the US and Europe to include countries like India and Japan but still largely overlooks Africa’s unique contributions.There has been a significant uptick in the use of niche consulting firms like RavelWorks in the Global North, but European NGOs still tend to exhibit a control-oriented approach compared to their US counterparts.Faye emphasizes that Global North consultants can still play a meaningful role if they adopt humility, curiosity, and a willingness to understand African ways of working.Quotes:“If you lead an organization, choose courage over comfort” (Brenee Brown)ResourcesWebsiteFaye's LinkedIn profileYouTube video of this podcastClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

SummaryHow can nonprofit organizations leverage human emotions to enhance the impact of their campaigns?What can NGOs learn from cognitive science to create more effective, empathetic communication strategies during a time of poly-crisis?How can organizations shift from traditional advocacy approaches to more agile, psychology-driven methods for mobilizing communities?In this NGO Soul+Strategy podcast episode, I interview Diya Deb, Executive Director at MindWorks Lab, about harnessing the power of cognitive science to transform nonprofit campaigning in today's challenging landscape.Diya's Bio:Executive Director of MindWorks Lab, a global cognitive science innovation lab incubated at GreenpeaceNearly two decades of experience in grassroots and international nonprofit leadershipFormer Campaign Director at Greenpeace India and Amnesty International IndiaLed global youth mobilization efforts alongside Indian Nobel Peace Laureate, Kailash SatyarthiCo-founder of PowerSouth, an initiative focused on amplifying women's leadership in grassroots movementsAdvisor to multiple nonprofits on strategy, advocacy, and decolonizing research practicesWe Discuss:Diya reflects on how MindWorks has grown since its early days within Greenpeace, evolving from theoretical frameworks to hands-on applications in the field.Diya highlights the urgency of adapting campaigning strategies to the current era of poly-crises, where overlapping global challenges are exhausting communities and donors alike.MindWorks has pivoted to focus on the role of emotions like anger and powerlessness in shaping people's responses to crises, drawing on new case studies from India and Indonesia.She explains how MindWorks seeks to decolonize research practices, shifting away from Global North-centric methodologies by grounding their work in diverse cultural contexts, especially in East Asia.The conversation explores MindWorks’ unique approach to agile campaigning, emphasizing rapid experimentation and applying cognitive science insights to their internal operations.Diya shares her thoughts on the implications of this research for philanthropy, urging funders to shift towards more adaptive, emotionally resonant approaches to support nonprofit campaigns.Quotes“Doomsday communications have clearly proven not to work”“We focus on social empathy as an enabler for activism”Resources:MindWorks Lab WebsiteDiya Deb's LinkedIn ProfileYouTube video of this podcast (ADD LINK!)Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook